Page 1
Software ProjectSoftware Project
ManagementManagement
Introduction to ProjectIntroduction to Project
ManagementMana...
Page 2
Objectives
 Understand what projects are and how
they differ from ongoing operations
 Define and explain several ...
Page 3
Project FundamentalsProject Fundamentals
Page 4
 Temporary: Every project has a definite beginning and a definite
end.
 Unique: The product or service is differe...
Page 5
Project Examples…Project Examples…
 Construction of a building
 Development of a new tool / process
 Development...
Page 6
Project CharacteristicsProject Characteristics
 Objective
 Temporary
 Unique Product or Services
 Multiple task...
Page 7
Project v/s Ongoing OperationsProject v/s Ongoing Operations
Projects Ongoing Operations
Definite beginning and end...
Page 8
Project ManagementProject Management
 Project:
 A temporary endeavor undertaken to create a unique product or ser...
Page 9
Project Management
• PMBOK
• Management Skills
• Management Tools
• Management Life Cycle
(Process)
Project Managem...
Page 10
 Project management is
• the application of knowledgeknowledge, skillsskills, toolstools, and
techniquestechnique...
Page 11
Project TriangleProject Triangle
Quality
Cost
Schedule
Scope
Performance
Time
Resources
Page 12
Project Manager PositionsProject Manager Positions
 Project Administrator / Coordinator
 Assistant Project Manag...
Page 13
Project Management SkillsProject Management Skills
 Leadership
 Communications
 Problem Solving
 Negotiating
...
Page 14
PMIPMI’s 9 Knowledge Areas’s 9 Knowledge Areas
 Project integration management
 Scope
 Time
 Cost
 Quality
 ...
Page 15
Interactions / StakeholdersInteractions / Stakeholders
 As a PM, who do you interact with?
 Project Stakeholders...
Page 16
PM Tools: SoftwarePM Tools: Software
 Low-end
 Basic features, tasks management, charting
 MS Excel, Milestones...
Page 17
Tools: Gantt ChartTools: Gantt Chart
Page 18
Tools: Network DiagramTools: Network Diagram
Page 19
Four Project DimensionsFour Project Dimensions
 People
 Process
 Product
 Technology
Page 20
Organization Structures Influences onOrganization Structures Influences on
ProjectsProjects
Page 21
Organizational StructuresOrganizational Structures
 Functional
 Engineering, Marketing, Design, etc
 P&L from p...
Page 22
Functional OrganizationFunctional Organization
• Pros
– Clear definition of authority
– Eliminates duplication
– E...
Page 23
Project OrganizationProject Organization
• Pros
– Unity of command
– Effective inter-project
communication
• Cons
...
Page 24
Matrix OrganizationMatrix Organization
• Pros
– Project integration across
functional lines
–Efficient use of reso...
Page 25
Matrix FormsMatrix Forms
 Weak, Strong, Balanced
 Degree of relative power
 Weak: functional-centric
 Strong: ...
Page 26
Organizational Structure Influences on ProjectsOrganizational Structure Influences on Projects
MatrixOrganization ...
Page 27
Organizational ImpactOrganizational Impact
 Form can greatly impact your role
 Determine what skills you’ll need...
Page 28
Project Management ProcessProject Management Process
Page 29
PMI FrameworkPMI Framework
Page 30
The 5 PMI Process GroupsThe 5 PMI Process Groups
 Project Management Life Cycle is divided into 5
process groups
...
Page 31
The 5 PMI Process GroupsThe 5 PMI Process Groups
Page 32
PMI Process GroupsPMI Process Groups
Source: Project Management Institute
Page 33
PMI Phase InteractionsPMI Phase Interactions
Initiating
Processes
Planning
Processes
Controlling
Processes
Executi...
Page 34
PMI Knowledge AreasPMI Knowledge Areas
Page 35
PMI: Initiating ProcessPMI: Initiating Process
 Inputs
 Product Description
 Strategic plan
 Project Selection...
Page 36
 Scope Planning
 Scope Definition
 Activity Definition
 Activity Sequencing
 Activity Duration Estimating
 R...
Page 37
PMI: Executing ProcessPMI: Executing Process
 Project Plan Execution
 Scope Verification
 Quality Assurance
 T...
Page 38
PMI: Controlling ProcessPMI: Controlling Process
 Overall Change Control
 Scope Change Control
 Schedule Contro...
Page 39
PMI: Closing ProcessPMI: Closing Process
 Administrative Closure
 Contract Close-out
 Formalizing acceptance of...
Page 40
Importance of PhasesImportance of Phases
 Define your management review points
 “Phase exits” or “kill points”
...
Page 41
high level summary of process group interactionhigh level summary of process group interaction
Page 42
Product-oriented processesProduct-oriented processes
Page 43
Project PhasesProject Phases
 All projects are divided into phases
 All phases together are known as the Project...
Page 44
Seven Core Project PhasesSeven Core Project Phases
Page 45
Project Phases A.K.A.Project Phases A.K.A.
Page 46
Phases VariationPhases Variation
Concept
Exploration
System
Exploration
Requirements
Design
Implementation
Install...
Page 47
The Relation between Life CyclesThe Relation between Life Cycles
Page 48
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Introduction to Project Management

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Understand what projects are and how they differ from ongoing operations

Define and explain several key terms; Project, Project Management, Software Project Management

Understand Organization structures

Understand Project Management Processes

Understand Project Life Cycle

Published in: Business, Technology
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  • If you study for the PMI certification you’ll need to know these
  • managing all stakeholder Expectations is challenging – conflict
  • Peopleware issues
    10-to-1 difference in Dev productivity
    Teams 3 or 5 to 1 diff
    Process
    Dev basics, risk mgmt, QA, lifecycle planning, customer orientation
    Product
    Most tangible dimension
    Technology
  • projects are composed of processes
  • Introduction to Project Management

    1. 1. Page 1 Software ProjectSoftware Project ManagementManagement Introduction to ProjectIntroduction to Project ManagementManagement
    2. 2. Page 2 Objectives  Understand what projects are and how they differ from ongoing operations  Define and explain several key terms; Project, Project Management, Software Project Management  Understand Organization structures  Understand Project Management Processes  Understand Project Life Cycle
    3. 3. Page 3 Project FundamentalsProject Fundamentals
    4. 4. Page 4  Temporary: Every project has a definite beginning and a definite end.  Unique: The product or service is different in some distinguishing way from all similar products or services. What is Project?What is Project? A project is aA project is a temporarytemporary endeavor undertakenendeavor undertaken to create ato create a uniqueunique product or service.product or service. A project is a temporarytemporary endeavor undertaken to create a uniqueunique product or service.
    5. 5. Page 5 Project Examples…Project Examples…  Construction of a building  Development of a new tool / process  Development of a new software  Enhancement of an existing software  Process improvement project  Campaign for an election / new product launch  …  …  …
    6. 6. Page 6 Project CharacteristicsProject Characteristics  Objective  Temporary  Unique Product or Services  Multiple tasks / activities  Constraints
    7. 7. Page 7 Project v/s Ongoing OperationsProject v/s Ongoing Operations Projects Ongoing Operations Definite beginning and end No definitive beginning and end Temporary in nature Ongoing Produces a unique product or service Produces the same product or service over and over Resources are dedicated to the project Resources are dedicated to operations Ending is determined by specific criteria Processes are not completed
    8. 8. Page 8 Project ManagementProject Management  Project:  A temporary endeavor undertaken to create a unique product or service.  Management:  The conducting or supervising of something (e.g. project)  Project Management:  The conducting or supervising of a temporary endeavor undertaken to create a unique product or service.
    9. 9. Page 9 Project Management • PMBOK • Management Skills • Management Tools • Management Life Cycle (Process) Project Management v/s Product DevelopmentProject Management v/s Product Development Project Development • SWEBOK • Engineering Skills • Engineering Tools • Engineering Process (SDLC)  Project Management:Project Management:  TheThe conducting or supervisingconducting or supervising of a temporaryof a temporary endeavor undertaken to createendeavor undertaken to create aa unique product or service.unique product or service.  Project Management:  The conducting or supervising of a temporary endeavor undertaken to create a unique product or service.
    10. 10. Page 10  Project management is • the application of knowledgeknowledge, skillsskills, toolstools, and techniquestechniques to project activities • in order to meetmeet or exceedexceed stakeholder needsneeds and expectationsexpectations from a project Project ManagementProject Management
    11. 11. Page 11 Project TriangleProject Triangle Quality Cost Schedule Scope Performance Time Resources
    12. 12. Page 12 Project Manager PositionsProject Manager Positions  Project Administrator / Coordinator  Assistant Project Manager  Project Manager / Program Manager  Executive Program Manager  V.P. Program Development  Functional Project Manager / Technical Project Manager
    13. 13. Page 13 Project Management SkillsProject Management Skills  Leadership  Communications  Problem Solving  Negotiating  Influencing the Organization  Mentoring  Process and technical expertise
    14. 14. Page 14 PMIPMI’s 9 Knowledge Areas’s 9 Knowledge Areas  Project integration management  Scope  Time  Cost  Quality  Human resource  Communications  Risk  Procurement
    15. 15. Page 15 Interactions / StakeholdersInteractions / Stakeholders  As a PM, who do you interact with?  Project Stakeholders  Project sponsor  Executives  Team  Customers  Contractors  Functional managers
    16. 16. Page 16 PM Tools: SoftwarePM Tools: Software  Low-end  Basic features, tasks management, charting  MS Excel, Milestones Simplicity  Mid-market  Handle larger projects, multiple projects, analysis tools  MS Project (approx. 50% of market)  High-end  Very large projects, specialized needs, enterprise  AMS Realtime  Primavera Project Manager
    17. 17. Page 17 Tools: Gantt ChartTools: Gantt Chart
    18. 18. Page 18 Tools: Network DiagramTools: Network Diagram
    19. 19. Page 19 Four Project DimensionsFour Project Dimensions  People  Process  Product  Technology
    20. 20. Page 20 Organization Structures Influences onOrganization Structures Influences on ProjectsProjects
    21. 21. Page 21 Organizational StructuresOrganizational Structures  Functional  Engineering, Marketing, Design, etc  P&L from production  Project  Project A, Project B  Income from projects  PM has P&L responsibility  Matrix  Functional and Project based  Program Mgmt. Model  Shorter cycles, need for rapid development process
    22. 22. Page 22 Functional OrganizationFunctional Organization • Pros – Clear definition of authority – Eliminates duplication – Encourages specialization – Clear career paths • Cons – “Walls”: can lack customer orientation – “Silos” create longer decisions cycl – Conflicts across functional areas – Project leaders have little power
    23. 23. Page 23 Project OrganizationProject Organization • Pros – Unity of command – Effective inter-project communication • Cons – Duplication of facilities – Career path • Examples: defense avionics, construction
    24. 24. Page 24 Matrix OrganizationMatrix Organization • Pros – Project integration across functional lines –Efficient use of resources –Retains functional teams • Cons – Two bosses for personnel – Complexity – Resource & priority conflicts
    25. 25. Page 25 Matrix FormsMatrix Forms  Weak, Strong, Balanced  Degree of relative power  Weak: functional-centric  Strong: project-centric
    26. 26. Page 26 Organizational Structure Influences on ProjectsOrganizational Structure Influences on Projects MatrixOrganization Type Project Characteristics Functional Weak Matrix Balanced Matrix Strong Matrix Projectized Project Manager's Authority Little or None Limited Low to Moderate Moderate To High High to Almost Total Percent of Performing Organization's Personnel Assigned Full- time to Project Work Virtually None 0-25% 15-60% 50-95% 85-100% Project Manager's Role Part-time Part-time Full-time Full-time Full-time Common Title for Project Manager's Role Project Coordinator/ Project Leader Project Coordinator/ Project Leader Project Manager/ Project Officer Project Manager/ Program Manager Project Manager/ Program Manager Project Management Administrative Staff Part-time Part-time Part-time Full-time Full-time
    27. 27. Page 27 Organizational ImpactOrganizational Impact  Form can greatly impact your role  Determine what skills you’ll need from which functions  The new “Project Office”  A) As centralized project management  B) As coach and info. office to project teams  The “Enterprise PMO” (EMPO)
    28. 28. Page 28 Project Management ProcessProject Management Process
    29. 29. Page 29 PMI FrameworkPMI Framework
    30. 30. Page 30 The 5 PMI Process GroupsThe 5 PMI Process Groups  Project Management Life Cycle is divided into 5 process groups  1. Initiating  2. Planning  3. Executing  4. Controlling  5. Closing  Each process is described by:  Inputs  Tools & Techniques  Outputs
    31. 31. Page 31 The 5 PMI Process GroupsThe 5 PMI Process Groups
    32. 32. Page 32 PMI Process GroupsPMI Process Groups Source: Project Management Institute
    33. 33. Page 33 PMI Phase InteractionsPMI Phase Interactions Initiating Processes Planning Processes Controlling Processes Executing Processes Closing Processes Design Phase Initiating Processes Planning Processes Controlling Processes Executing Processes Closing Processes Implementation Phase The life cycle can be repeated for each phase
    34. 34. Page 34 PMI Knowledge AreasPMI Knowledge Areas
    35. 35. Page 35 PMI: Initiating ProcessPMI: Initiating Process  Inputs  Product Description  Strategic plan  Project Selection Criteria  Historical Information  Outputs  Project charter  Project Manager assigned  Constraints  Assumptions
    36. 36. Page 36  Scope Planning  Scope Definition  Activity Definition  Activity Sequencing  Activity Duration Estimating  Resource Planning  Cost Estimating  Cost Budgeting  Risk Planning  Schedule Development  Quality Planning  Communications Planning  Organization Planning  Staff Acquisition  Procurement Planning  Project Plan Development Devising and maintaining a workable scheme to accomplish the business need that the project was undertaken to address PMI: Planning ProcessPMI: Planning Process
    37. 37. Page 37 PMI: Executing ProcessPMI: Executing Process  Project Plan Execution  Scope Verification  Quality Assurance  Team Development  Information Distribution  Solicitation  Source Selection  Contract Administration Coordinating people and other resources to carry out the plan
    38. 38. Page 38 PMI: Controlling ProcessPMI: Controlling Process  Overall Change Control  Scope Change Control  Schedule Control  Cost Control  Quality Control  Performance Reporting  Risk Response Control Ensuring that project objectives are met by monitoring and measuring progress and taking corrective measures when necessary
    39. 39. Page 39 PMI: Closing ProcessPMI: Closing Process  Administrative Closure  Contract Close-out  Formalizing acceptance of the project or phase and bringing it to an orderly end
    40. 40. Page 40 Importance of PhasesImportance of Phases  Define your management review points  “Phase exits” or “kill points”  Ensure continued alignment with goals  Form of Validation & Verification (V&V)
    41. 41. Page 41 high level summary of process group interactionhigh level summary of process group interaction
    42. 42. Page 42 Product-oriented processesProduct-oriented processes
    43. 43. Page 43 Project PhasesProject Phases  All projects are divided into phases  All phases together are known as the Project Life Cycle  Each phase is marked by completion of Deliverables  Identify the primary software project phases
    44. 44. Page 44 Seven Core Project PhasesSeven Core Project Phases
    45. 45. Page 45 Project Phases A.K.A.Project Phases A.K.A.
    46. 46. Page 46 Phases VariationPhases Variation Concept Exploration System Exploration Requirements Design Implementation Installation Operations and Support Maintenance Retirement
    47. 47. Page 47 The Relation between Life CyclesThe Relation between Life Cycles
    48. 48. Page 48 Thank you

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